From the Ask Tom mailbag –
Our company just adopted a new management system called (MFR) Management for Results. As a manager, I have been told to focus on results. I am supposed to delegate a task assignment, create a measurement for the result, then manage to the measurement. It is supposed to make my team discussions shorter and more to the point. If my team cannot create the result, then I am supposed to write them up. Our HR department is very supportive of MFR because, they say, it creates an objective paper trail for termination.
Here is my problem. I am supposed to measure the result at the end of each month. It has only been a week and my team is already struggling. My manager is telling me to stay out of it and just manage the result at the end of the month. If nothing changes, every single team member will get written up.
Of course you would not wait until the end of the month. You, as the manager, have an output goal and if you wait until the end of the month, you will terminate the team AND be short of the goal.
This is the myth of results based management. It places accountability for the goal on the team, when it is the manager who is accountable for the goal. If the team is failing, it is incumbent on the manager to diagnose the problem and make the necessary moves to achieve the goal.
- Is it a matter of training?
- Is it a matter of capability?
- Work method?
- Appropriate tools or tooling?
- Defect measurement?
- Material inspection?
There are a number of contributing factors that could cause a team to underperform, and it is the manager I hold accountable, not the team. -Tom